It is common for people to focus on specific practices and tools that lean and agile teams use, such as Kanban board, stand-up meetings, pair programming, and so forth. However, too often these are adopted as rituals or “best practices” but are not seen for what they really are — countermeasures that are effective within a particular context in the pursuit of a particular goal. In an organization with a culture of continuous improvement, these countermeasures emerge naturally within teams and are then discarded when they are no longer valuable.
